Becoming an International Manager: Identity Work by Managerial International Assignees from Emerging Markets

In: Contributions to Management Science Ser.

Abstract

Intro -- Preface -- Acknowledgements -- Contents -- List of Abbreviations -- List of Tables -- Chapter 1: Introduction -- References -- Part I: Emerging Market Context as Reflected in Business -- Chapter 2: Emerging Market Firms´ Competitive Advantages and Internationalisation Patterns -- References -- Chapter 3: Human Resources Management in Emerging Markets and by Emerging Market Firms -- References -- Part II: International Assignments in Emerging Market Firms -- Chapter 4: International Assignment-Related Challenges for Emerging Market Firms by Growth Stages -- References -- Chapter 5: International Assignment-Related Challenges for Emerging Market Firms by Assignment Format -- Chapter 6: International Staffing Approaches to International Assignment Challenges by Emerging Market Multinationals -- 6.1 Emerging Market Firms´ International Staffing Strategies and Staffing of Managerial Posts -- 6.2 International Staffing Discourses in Emerging Market Firms: The Use of `Soft´ Power for Assignment Management -- 6.3 Emerging Market Firms´ International Employee Mobility Portfolios -- 6.4 Management of Long-Term Managerial International Assignments in Emerging Market Firms: Challenges and Solutions -- References -- Part III: Individuals´ Experience of International Assignments in Emerging Market Multinationals -- Chapter 7: Short-Term International Assignment Challenges for Emerging Market Firm Employees -- References -- Chapter 8: Long-Term Managerial Assignment Challenges as Experienced by Assignees -- 8.1 Case-by-Case Difficulties in Role Transitioning and Identity Claiming: What Are the Factors? -- 8.2 Managing Role Shifts and Identity Work by Assignee Segments: Challenges, Solutions, and Implications for Performance -- References -- Part IV: Multilevel Interactions in Role Shifts and Identity Work.